Implementation Of Lean Production Research Articles

FEATURES OF THE LEAN PRODUCTION IMPLEMENTATION AT THE ENTERPRISES OF UKRAINE’S DAIRY INDUSTRY

The purpose of the paper is to study the features of the lean production implementation in the dairy industry of Ukraine. Methodology. To achieve the purpose and solve the tasks set in the paper, a system of general and special research methods was used, namely methods of scientific knowledge (scientific abstraction, analysis and synthesis, deduction, generalization) to study the theoretical principles of the lean production implementation in Ukraine’s enterprises, and questionnaire to assess the lean production implementation’s effectiveness in the enterprises of Ukraine’s dairy industry. Results of the survey examine the theoretical and methodological foundations of the “lean production” concept: taking into account all the definitions mentioned above, the following author’s definition of lean production is put forward: lean production is a system of the enterprise, which is constantly improving, aimed at building all processes in a continuous flow of value creation by preventing and eliminating all types of losses, involving staff in teamwork based on project approaches and maintaining safe working conditions in order to create attractive value for the consumer. Methodological support for rapid assessment of the lean production implementation’s effectiveness on the basis of employee surveys has been developed and the efficiency of the lean production implementation at the enterprises of Ukraine’s dairy industry has been assessed. It is concluded about the lack of effectiveness of implementing lean production at three enterprises of Ukraine’s dairy industry. This is due to the short period of the lean production implementation, as Enterprise 1 only started implementation at the end of 2020. Based on the survey and questionnaire of employees and managers of Ukraine’s dairy industry, the main stereotypes related to the implementation of lean production are identified and refuted, and the reasons for the slow and inefficient implementation of lean production are identified. Lean manufacturing cannot be implemented once and for all, it must be done constantly, because lean manufacturing is a tool for gaining a competitive advantage. Scientific novelty: methodological support for rapid assessment of the lean production implementation’s effectiveness has been further developed, which, unlike others, takes into account the peculiarities of the dairy industry and allows to determine problems and prospects for enterprise development on the basis of a questionnaire. A promising direction of research is a more detailed analysis of the “lean production polygon”, which is based on the survey. A more detailed analysis of the underlying three pentagons will reveal problems in the three subsystems of lean production.

A lean university as an innovative model of university management

Lean production is an innovative paradigm, providing an opportunity for a significant increase in the efficiency of enterprises and organizations of various industries. Currently, the high need for personnel with lean competencies and the expansion of the scope of application of the lean production ideology in the Russian economy have led to the emergence of a new model of management organization in a number of universities – «lean universities». The article analyzes the process and the experience of introducing the lean production principles in a number of Russian universities, identifies the main directions for the emergence of positive effects and the possibilities of forming regional educational systems focused on achieving long-term development goals of a lean individual, the formation of a lean culture in each specific region and country. The object of the research is the organizations of the higher education system in Russia, introducing the principles of lean production in their activities and in the management system. The subject of the research is the role and place of universities in the system of forming lean competencies, creating a flow of development of a lean personality. The article examines the main elements of an innovative model of university management based on the principles of frugality. The formation of an appropriate corporate culture is highlighted as the main condition for the effective functioning of such a model. Its functions consist in forming the worldview of a future specialist, actualize the values of lean production in a personality’s socio-psychological structure, cre- ating a special information-transparent communication environment in the organization that promotes the dissemination of ideas of frugality at the university and beyond. Moreover, the article summarizes the experience of foreign universities that implement the ideas of Lean Production in their activities, and draws analogies with the positive effects that can be observed as a result of the implementation of lean production in the practice of the Russian universities.

INTRODUSING OF EFFICIENT PRODUCTION MANAGEMENT IN PHARMACEUTICAL COMPANIES

The article analyzes the possibilities of applying the concepts of lean manufacturing, kaizen and 6 sigma in pharmaceutical production. The number of companies that use one or another productivity improvement system is increasing annually. The pharmaceutical sector is also actively involved in this process. Foreign companies such as Merck, Pfizer, Baxter and others have adopted various concepts of efficient production management since the beginning of the 21st century. In Russia, not only pharmaceutical companies, but also the state realized the need to implement such systems. Since 2010, many government programs and projects have been implemented to improve the efficiency of enterprises, expand them and increase exports. Some projects are focused only on the pharmaceutical industry (anti-epidemic projects, drug labeling, etc.), others - on certain industries (SPIC, labor productivity, labor productivity with RFRP). The "Labor Productivity" project is the only one that directly related to the implementation of lean production; in the rest, lean production can be implemented along with the implementation of the project's tasks. So, for example, the company AstraZeneca Industries Ltd did it, having carried out the localization of production in the Kaluga region under the SPIC project according to the Lean production principles. The article analyzes the activities of Russian companies that implement lean manufacturing tools under the national project "Labor productivity". The project participants are distributed in accordance with the types of products produced, by geography and the type of participation in the state program. The experience of the Werteks company, which introduced lean manufacturing tools with the participation of the Japan Association for Trade with Russia and Newly Independent States, was also studied.

Structural model of lean and cleaner production on manufacturing sustainability performance: Malaysian manufacturers' perspectives

In terms of practices, the implementation of Lean and Cleaner Production shared a common focus, aiming to enhance the degree of management efficiency, while reducing the barriers in continuous improvement activities. This positively produced an enormous impact on the performance in economic, environmental, and social competency, while improving the level of sustainable manufacturing performance. Using survey data from 107 respondents consists of Malaysian manufacturers, this study empirically focuses to explore and examine the relationships between Lean and Cleaner Production with manufacturing sustainability performance via the Structural Equation Modelling-Partial Least Square technique. The results have shown that the implementation of Lean and Cleaner Production produced a significant positive effect on economic and competency sustainability performance. Although the relationship between Lean and Cleaner Production with environmental sustainability performance is not significant, thru well-intentioned impulses, manufacturing firms could grasp the opportunities in improving the performance of economic, enhancing the social competency, and grasp better environmentally friendly practices.

Lean managment in a higher education institution: reserves of resource saving and labor productivity increase

Lean production methods and tools are becoming more popular in many sectors of the economy around the world. Simple and easy-to-understand Lean tools allow you to identify and reduce waste, optimize processes and increase labor productivity. Higher education institutions are also beginning to implement Lean practices to improve their processes. Lean methods is often complemented by the information and communication technologies of Industry 4.0, together they provide a synergistic effect. Corporate culture of higher education institution is a constraining factor in Lean production implementation.

Lean production teaching methods and learning assessment: a literature review

Lean production (LP) is widely acknowledged as an approach to establish an organisational culture of continuous improvement for superior performance results. Despite the fact that there are different LP training courses for facilitating its implementation, the effectiveness of their results is not clearly known. Thus, the aim of this paper is to identify the main LP teaching methods and their learning assessment approaches. For that, we performed a systematic literature review in the main databases and analysed the retrieved articles' content both quantitatively and qualitatively. Such identification helps researchers and practitioners interested in LP implementation to select and adapt the most appropriate LP teaching method according to the desired objectives, since there is no consensus on the best approach.

Total eclipse on business performance and mass personalization: how supply chain flexibility eclipses lean production direct effect

PurposeThis paper aims to analyze the mediating role of Supply Chain Flexibility on the interrelationships binding Lean Production implementation, Mass Personalization and business performance.Design/methodology/approachA random sample of 260 companies obtained from a population of 1,717 Spanish companies that occupy an intermediate position in the supply chain has been used to test the proposed hypothetical framework. Telephone surveys using a computerized system have been used to collect data, obtaining a response rate of 15.6 and a structural equation model has been designed to test the six proposed hypotheses.FindingsCompanies initially implement Lean Production to optimize Mass Personalization processes and improve business performance. However, in the presence of Supply Chain Flexibility, Lean Production implementation no longer has a direct impact on Mass Personalization and business performance, but it does have an indirect impact through the flexibility it achieves (shown as a total mediating path). Therefore, companies should implement Lean Production to achieve flexibility and thus optimize the Mass Personalization processes and obtain better performance.Originality/valueAcademics and business managers may have supporting evidence on the role played by the total mediating effect of Supply Chain Flexibility on the relationship between Lean Production, Mass Personalization and business performance. A better knowledge of these management resources and their relationship could affect the way researchers and practitioners approach them, becoming more aware of the important role of the supply chain in competitiveness.

Lean Production Implementation on Coffee Beans Business

The purpose of this study is to analyze the application of Lean Production implementation in Kopi Pak Tani. Waste and a big map of the production process originated from Kopi Pak Tani will be used as data. While the big map of the production process is obtained by observation. The background of this research is to achieve a competitive advantage in the production process in order to compete with other competitors. This research applies the qualitative method which consists of 2 different ways for gaining data. First, data obtained by the interview process will proceed to the data reduction method, data presentation method, and conclusion determination method. Second, data from observation will through VALSAT Process Activity Mapping Analysis. The results of this study will become a guideline to implement a lean business process by looking at the mapping analysis of process activity. Furthermore, from this study, the discovered wastes are in lead time, inventory, defect, and transportation.

Lean production myths: an exploratory study

PurposeThis paper presents an exploratory investigation of myths on lean production (LP), by identifying, dispelling and assessing their pervasiveness.Design/methodology/approachA list of myths was proposed mostly based on seminal LP texts and our rich experience from researching, teaching and consulting in lean journeys. Complexity thinking was adopted as a lens for dispelling the myths, as it challenged generalizations implied in myths. An investigation of the pervasiveness of the myths was also conducted, based on a survey with 120 academics and practitioners.FindingsTen myths were identified and dispelled. Survey's results indicated that belief in lean myths was more common among less experienced practitioners (<10 years), while experience was not a relevant factor for academics.Research limitations/implicationsThe lean myths partly reflect the experience of the authors. Furthermore, a larger sample size is necessary for a full analysis of pervasiveness.Practical implicationsThe lean myths might be underlying barriers to LP implementation (e.g. lack of knowledge of managers and workers), and they might be proactively accounted for in lean training and education programs.Originality/valueThis is the first work to explicitly frame a set of lean myths.

Lean-as-imagined differs from lean-as-done: the influence of complexity

Lean production has been more and more applied in systems with various levels of complexity, which tends to create a gap between Lean-as-Imagined (LAI) in design and Lean-as-Done (LAD) in practice. This paper presents a framework for investigating the influence of complexity on that gap. The framework was applied in a nine-month study in a large plant of a transnational auto-parts manufacturer in Brazil. Three main sources of data were used: 21 interviews, around 196 hours of observations, and documents. Twenty-two examples of the gap are presented; each example is analysed in terms of what LAI and LAD look like, lean principles involved, mechanisms by which complexity influences the gap, and practical implications. Findings suggest that resilience arising from the self-organization of employees, which is a manifestation of complexity, plays an important role for the implementation of lean production. In addition, the framework’s contribution to leanness assessment is discussed. Four research propositions to be tested in future studies are also presented.

Motivation as key factor of deploying lean technologies in medical institutions (an analytic review)

Aim. To assess the importance, role, methods and conditions for creating and sustaining positive motivation of medical personnel in deploying a modern management system based on lean production to optimise the production flow in medical institutions, improve quality, availability and efficiency of public medical care.Materials and methods. The authors employed historical, bibliometric and statistical methods to analyse domestic and foreign scientific archives on lean production, motivation and motivational risks as key factors in implementing lean technologies in medical institutions.Results. Implementation of lean production (LP) as a manufacturing management system is among key conditions for creating a new model of the medical institution. Principles of LP are applied at three interfaces: with patients, personnel and resources. Positive motivation of employees is prerequisite for accomplishing a project, which requires supervisors to know and leverage the basics of motivational management. Creation of a motivating environment for various categories of employees in developing a LP system requires taking into account the type and management culture level of a medical institution.Conclusion. In order to create and sustain motivation for realising creative potential of the team, it is necessary to account for the motivation risks, develop and implement a motivation system differentially by employee categories and project stages. Effective motivational measures are necessarily based on a system of material and non-material incentives with clear and achievable criteria, amounts and forms valued by employees and rooted in medical and economic feedback of implementing the LP principles.

Lean Production implementation, Cloud-Supported Logistics and Supply Chain Integration: interrelationships and effects on business performance

PurposeWith support from the dynamic capabilities theory, this paper examines the role of Cloud Computing technology use in logistics (Cloud-Supported Logistics) and its effect on business results in Lean manufacturing management (Lean Production implementation) and Supply Chain Integration contexts.Design/methodology/approachUsing the survey method, a random sample of 260 companies in intermediate positions in their supply chains was gathered from a population of 1,717 Spanish companies and used to test five hypotheses. The data were collected by telephone survey using a computerised system with a response rate of 15.6% (260 valid questionnaires). Structural equation modelling was used to test the five proposed hypotheses.FindingsThe findings indicate that Cloud-Supported Logistics use plays an important role in achieving better business results in Lean Production environments. Lean Production has been found to have both a direct effect and an even more powerful indirect effect on performance through the Cloud-Supported Logistics and Supply Chain Integration that these technologies produce. Supply Chain Integration is also found to have a mediating effect in the Cloud-Supported Logistics–performance relationship.Originality/valueThis study is valuable for academics and practitioners as it provides evidence of the relevant role played by Cloud-Supported Logistics in Lean Production implementation contexts. Cloud-Supported Logistics and Lean Production are strategically and operationally linked and their joint use results in Supply Chain Integration and better business performance.

CONCEPT OF ACCELERATION OF THE SYSTEM OF ECONOMIC PRODUCTION AT THE INSTRUMENTAL ENTERPRISE

The article considers the reasons for improving the concept of lean production at an instrument-making enterprise. For a visual representation of the state of the organization, a comparison of methods and tools of lean production with the current situation of lean production at JSC "NIP" is presented. A set of organizational measures is presented, consisting of several stages for sorting equipment, cleaning equipment, standardizing and performing improvements, systematization and continuous offer of improvements and their implementation. On the example of two parts manufactured at an instrument-making plant, the principle of technological measures to improve the implementation of lean production is presented. The result after technological measures is shown in detail per shift. A plan of improvement of all enterprises of the instrument-making industry is considered, according to the developed organizational and technical measures for JSC «NIP»

Implementação da produção enxuta em saúde: uma revisão sistemática de redes

Este artigo tem como objetivo analisar a literatura referente à implementação da produção enxuta em organizações de saúde, buscando revisar artigos em periódicos internacionais indexados no ISI Web of Science. Para tanto foi utilizada a Systematic Literature Network Analysis para mapear a literatura em relação a variáveis como autores mais influentes, evolução das publicações, países proeminentes, periódicos mais relevantes e análise de co-citações. A pesquisa analisou 95 artigos, sendo 82 artigos de pesquisa aplicada e 13 revisões. Os resultados da pesquisa mostram que existe uma concentração de publicação pelos mesmos autores, inclusive muitos dos artigos co-citados que fazem parte da amostra. Similarmente, foi observada uma predominância de artigos de pesquisadores americanos, publicando em periódicos da área de saúde. Com a revisão foi possível observar tendências de pesquisa na área e propor áreas temáticas para pesquisas futuras.

МОТИВАЦИЯ ПЕРСОНАЛА ПРЕДПРИЯТИЯ ПРИ ВНЕДРЕНИИ БЕРЕЖЛИВОГО ПРОИЗВОДСТВА

The article discusses the main components of personnel motivation in the implementation of lean production. Motivation is one of the main functions of management , it is built on the success of the enterprise. The relevance of this topic is due to the fact that it allows you to use the motivational experience of various enterprises implementing lean production, which in turn brings the company to a new level of development .

Development of a lean assessment tool and measuring the effect of culture from employee perception

PurposeFew companies have had the success that Toyota Motor Corporation has experienced over the past 70 years. Many give credit for Toyota's success to the company's famous Toyota Production System. Companies outside of Toyota have tried to implement versions of Toyota's system as Lean production; however, few companies have experienced the success of Toyota, and none have experienced Toyota's sustained success. In 2001, Toyota released a publication entitled The Toyota Way 2001 as a set of globalized standards of the culture that drives the success of the Toyota Production System.Design/methodology/approachThis research examines the effect of the Toyota Way on the implementation of Lean production outside of Toyota. A survey was developed and a study was performed on a sample of 349 participants with Lean experience. Structural equation modeling was used to test the relationship between the Toyota Way culture, Lean production, and achieving the desired Lean production system results.FindingsThe results of this research discovered that the existence of the Toyota Way culture has a significant and positive mediating effect on a Lean production system achieving the desired Lean results.Originality/valueThis research created a validated survey instrument that can be used to evaluate and understand the status of a Lean implementation initiative based upon employee perception. The results of this study support assertions made by Lean practitioners and previous research stating that culture affects the level of success of Lean production system implementation. While this may not seem like breaking news, prior to this study no statistically validated research supporting such an assertion could be found. Furthermore, this research defines culture very specifically as the Toyota Way culture as outlined in The Toyota Way 2001.

Towards the proposition of a Lean Automation framework

PurposeThe objective of this research is twofold. First, we aim at identifying the pairwise relationships between Lean Production (LP) practices and Industry 4.0 (I4.0) technologies. Second, based on these results, we propose a framework for Lean Automation (LA) implementation, in which I4.0 technologies are integrated into LP practices.Design/methodology/approachTo achieve that, a cross-sector survey was performed with 147 manufacturers that are undergoing a LP implementation aided by novel information and communication technologies from I4.0. Multivariate data analysis was applied in order to underpin the proposed framework for LA.FindingsFindings indicate that I4.0 technologies are positively correlated with LP practices, providing evidence to bear the proposition of a LA framework that can potentially overcome traditional barriers and challenges of a LP implementation.Originality/valueAs previous studies have approached LA implementation from a narrow perspective or including a limited set of LP practices and I4.0 technologies, the proposition of an integrated framework unfolds a wider range of synergistic implementations that may corroborate to a holistic approach for continuous improvement in the Fourth Industrial Revolution era.

Measuring leanness index using fuzzy logic approach

Continuing competitive advantage will be a goal that will be increased by all types of industry to win the competition. The application of Lean production is a necessity for the industry to be able to increase the competitive advantage. This competitive advantage is achieved by waste elimination and cost reduction programs through the implementation of lean practice. In its implementation, there are many obstacles that occur, including lack of understanding and implementation of lean production that should be carried out. Leanness is a measure of the level of implementation of lean practices. In this paper, the dimensions that are the main areas of concern in lean production implementation are quality, customer, process, human resource and delivery-supplier. By using the advantages of fuzzy logic in performance appraisal and giving qualitative importance to avoid data impreciseness and vagueness. The built-in fuzzy linguistic level is used to identify the position of the industry at the level of application of lean production expressed by Fuzzy Leanness Index. The built model can be used for assessment and identify areas in the industry that have and have not contributed to the implementation of lean production.

Overcoming the barriers to the implementation of more efficient productive strategies in small enterprises

PurposeThe purpose of this paper is to elaborate an empirical model of how small, family-owned companies can overcome the barriers that have been shown in different disciplines to hinder the implementation of lean production in this category of enterprises.Design/methodology/approachA multiple case study involving five carefully selected small manufacturing firms operating in Northern Italy was conducted through interviews with key managers and visits inside plants. This data was integrated by a specific seminar and by interviews with unions and training specialists.FindingsThe resulting empirical model highlights the significance of social relations among small entrepreneurs in overcoming any lack of commitment towards lean changes, the role of consultants and practical training in breaking the barrier of resource constraints and the channelling and control of employee involvement to encourage their participation in lean activities. Unions, when present, also play a role in preventing situations of excessive work intensity. Important variants within this common model also emerged among small firms on the grounds of their structure (e.g. size), product market conditions and managerial choices.Practical implicationsKnowledge on how to overcome the barriers to lean production implementation can help social actors both inside and outside of differently characterised small firms which are implementing, or intending to implement, the lean approach.Originality/valueThere is no existing literature on the subject of successful application of lean methods in small enterprises. The uniqueness of this paper’s contribution is reinforced by its broad analytical perspective on the lean system, stemming from an interdisciplinary analysis of different bodies of literature, including management, operations, human resources and employment relations in line with the definition of the lean system.

ПРОЕКТНЫЙ ПОДХОД К УПРАВЛЕНИЮ ВНЕДРЕНИЕМ БЕРЕЖЛИВОГО ПРОИЗВОДСТВА

The article highlights methodical approaches to building a mechanism for effective management of the implementation of the lean production, as a factor in solving the problem of Russia's lag behind developed countries in productivity. The issues related to differences in the ideology of Japanese, American and Russian lean production systems, analysis of historical experience of implementation, trends and effectiveness of var-ious management options for the implementation of lean production are considered for Russia and developed countries; the reasons for the lack of efficiency of implementation in the dynamics are considered; An assess-ment of expected performance under the national project «Productivity and employment support”; methodical recommendations have been proposed to form an effective mechanism for implementing lean production based on a combination of project management and quality management.